• Does this mean co-operation? - [敏捷开发]

    2008-04-16

    I received an email this morning from a developer in Sweden team, which says he reverted my code to an earlier revision so that he could test his component, and my code was also locked by him. He said,  "DO NOT make ANY changes to these files."

    I haven't been so angry for many days, what's the matter with him? Or what's the matter with our project? Why he can/dares to revert my code just to test his code? Even without telling me where the problem is?

    I'll never work on the code which is now LOCKED by him, until he would give me a reasonale excuse.

    We've suffered a lot from the fucking management. No one cares about the process. The architect defined the development rules, the build environment, but it's only valid for us Beijing team. The swedish developers doesn't obey the rules, which waste us a lot of time. But it seems the manager, the architect doesn't care about it.

    I cannot stand for it any longer. We're working for the same project, if someone did something he/she isn't authorized to, he must be responsible for the consequence, must.

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    dearwolf 发表于15:45 | 阅读全文 | 评论 0 | 编辑 | 推荐

  • Scrum in China - investigation on Scrum adoption (Part 3) - [敏捷开发]

    2008-04-14

    Q5. Why didn't you adopt Scrum successfully? Would you please describe the process?

    David:

    Our problem is, some guys on the top level misunderstood Agile and Scrum, made Agile a formality. For example,  we have a Scrum Master on one big project, which went on very well. And a project manager found it good, and began to push Daily Scrum in several projects; but he doesn't know what's Agile, what's Scrum, so Daily Scrum became Daily Report because of him. And the core principle of Scrum isn't followed.

    Everyone must attend the Daily Scrum in the fixed time, and tell the manager about his/her tasks today, then the manager will decide whether he/she would take more tasks or not. It sucks. The "Daily Scrum" was canceled finally, for everyone felt that it's too boring. And later there was no one talking about Agile in the company.

    Fiona:

    I'm in a distributed team, and the Chinese team only know a little about Agile. One day, the PM abroad sent us several links, which talked about a strange word -  Scrum. We're only given one or two days for checking the introduction documents of Scrum, and then we began the Stand-up Meeting. Actually everyone knows the importance of communication, but as we have 6 to 7 hours' time difference, when they came to work on the morning, we would be going to clean up the table and go back home.  It didn't improve our communiction, and is given up after one or two weeks,. We tried to do stand-up inside Chinese team, but the biggest problem is the culture difference between teams and the project planning. The stand-up meeting couldn't bring us much value, and became a formality very soon and finally given up.

    We didn't have planning meeting. We had so called Product Owner, but he never explain the details of each story, nor define the Done status. We tried Retrospective by ourselves, but the feedback got no response from the team abroad, and we gave up later.

    When we first used ScrumWorks, Product Owner did prioritize all the stories, and we did estimations. But now, everyone can throw stories into ScrumWorks, and no one says which is more important than others, we developers can decide it. If we left hundreds of stories in this sprint, they would be just thrown into the next one.

    Too many things happened in this project, although it still goes on despite all the difficulties, but anyone talking about Agile in our company will make me feel queasiness.
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    dearwolf 发表于16:09 | 阅读全文 | 评论 0 | 编辑 | 推荐

  • Scrum in China - investigation on Scrum adoption (Part 2) - [敏捷开发]

    2008-04-11

    Q2. How did you adopt Scrum in the project, and why?

    Julie：

    We're not using pure Scrum, instead we mixed Scrum with many idea from Agile, including practices from XP, and made improvement with Scrum Retrospective with the current development environment and requirement, finally found out a way by ourselves. For example, if in one Retrospective, we find that we need to improve the Code Review, then we will introduce new Code Review mechanism in the next Sprint.

    We used a bottom-up way. First, we did experiments in a small scope, and then made it spread more and more widely. Also did improvement to the process during the adoption:

    2006.3——2006.6 (used in one team, around 8 person)
    2006.6——2007.12 (used in three teams, around 25 person)
    2007.12——2008.1 (used in one department, 6 teams, around 50 person)
    2008.1——now (using in distributed teams. we're still building cooperation methods, tools, processes, etc.)

    kaverjody：

    It's decided by the top managers that we will use Scrum in our organization.

    Alex:

    I didn't think about how to adopt Scrum at that time, just shared all the informations with CEO and teammates.

    While asked by InfoQ, "How did you take the steps during the experiment? Did you just concentrate on the existing problems, and take some appropriate agile practices to resolve them? Or some other way? " Julie answered:

    Actually we didn't use the buzzword "Scrum" at first. We discussed with the business guys about the release date, resulted in per release every month.  Then we had daily stand-up meeting for the management; and project conclusion meeting for the improvement. We put production review and team retrospective together into the conclusion meeting. Product manager would explain the current situation, and all the team members would discuss our achievements, challenges and shortages. As to the planning meeting, we followed Scrum from the beginning. MS Project isn't suitable for small project, so we changed to Scrum Excel spreadsheet, and later to Xplanner.

    After some months, we called everyone together and hold an Agile method sharing meeting, made a conclusion of all the practices that we've taken, and explain the meaning of XP, Agile and Scrum. Then almost everyone looked as if wakening from a dream: Wow, We did use Scrum in the past months!!!

    And our achievement was also confirmed by the top managers, and we're allowed to share our experiences with other teams and picked some teams as pilot. As the developers might switch between teams, so it will increase the management cost if one team uses MS Project and another uses XPlanner, at last, we got an order at we would use Scrum in the whole company.
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    dearwolf 发表于11:23 | 阅读全文 | 评论 0 | 编辑 | 推荐

  • Scrum in China - investigation on Scrum adoption (Part 1) - [敏捷开发]

    2008-04-09

    Recently, InfoQ China did an investigation on how Scrum is adopted in China. We picked 5 cases in this article: they come from different types of companies, take different procedures, and get different results.

    Although it's not a very big investigation, and even the companies who adopted Scrum successfully didn't take the same steps, but as we focus on how they adopt Scrum - whether successful or not, we will learn a lot from them. Just like Mike Cohn said in Scrum and XP from the Trenches: "...we can all learn how to do Scrum better by hearing stories of how it has been done by others, especially those who are doing it well...Instead of best practices, what we need to know are good practices and the contexts in which they were successful. Read enough stories of successful teams and how they did things and you'll be prepared for the obstacles thrown at you in your use of Scrum and XP"

    The questions that asked by InfoQ are:

    1. Why did you use Scrum in your project?
    2. How did you adopt Scrum in the project, and why?
    3. What's the biggest problem during the adoption, and how did you solve it?
    4. What's the benefit that Scrum brought to your project, your company?
    5. Why didn't you adopt Scrum successfully? Would you please describe the process?

    Q1. Why did you use Scrum in your project?

    Julie：

    The requirement changes too fast; the product roadmap isn't clear; we need to improve the efficiency, the communication, make sure that the business department can get the result a.s.a.p.

    kaverjody：

    According to the defects in the waterfall development model, and other problems in our A&D department, we couldn't make improvement without changing the development method. The top managers made the decision that we would use Scrum to resolve the current problems, e.g. the cost of software maintenance is very high, delivering new version always took us a long time, etc.


    Alex:

    I first heard the concept of Agile when I joined NibiruTech on Oct, 2007. At that time, the most common Agile practices is the daily standup meeting. I had no idea about the effect of such a meeting. I tried hard to understand it and then found Scrum.
     

    Well, you know, as a startup company, we had no much experience on how to do the management. We wrote a management system by ourselves, and we used it together with Trac for management. Scrum gave me a great impression, and then I decided to popularize Scurm inside the company.

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    dearwolf 发表于14:24 | 阅读全文 | 评论 0 | 编辑 | 推荐

  • 好玩的事情出来鸟～～ - [敏捷开发]

    2008-03-27

    blackanger to agilechina：

    实施了Scrum那就一定敏捷，因为成功的消除了浪费，提高了效率。实施的不好，那也不会带来负面作用。本身敏捷就是一个不断寻找的过程, 而Scrum是一种经验性框架，通过一次次的迭代找到属于自己公司的成功的Scrum。

    山头上的旗帜（项目交付）是我们的目标，我们有好多办法去得到它。敏捷是其中一条路，可以让我们减少体能的浪费来达到目标。Scrum好比是上山的缆车，用了Scrum难道就不敏捷吗？

     

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    dearwolf 发表于13:25 | 阅读全文 | 评论 0 | 编辑 | 推荐
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